The logician: it: Subordinates-logicians - In dialogue with other people necessarily take into consideration their emotions. - Aspire to to giving in to competitive impulses and aspiration to solve a problem in your way. - Analyze variants of decisions how they will affect the people involved in a problem. - Be not afraid of frequent disputes and discussions. - From time to time try to express the negative thoughts and feelings, but without a sense of guilt. - Avoid apologies and concessions and do not take fire up only for the sake of harmony.

The logician:
it:
Subordinates-ethics
- Aspire to an establishment of personal contact to other people — imagine, what circumstances influence them, besides a problem solved by you.
- Remember that when there is this or that problem, associates can require not its analysis, and in support.
- Be ready to face that any criticism can be apprehended as personal attack.
- It is not necessary to "rescue" constantly the colleagues and to accept on the personal bill that they speak.
- Remember that the establishment and preservation of open dialogue and an openness unessentially serves in mutual relations as the problem decision.
- Remember the propensity to avoid confrontation and to follow the tastes of others in the course of the decision of problems.

it:
it:
Subordinates-ratsionaly
- Try to bring up more questions and hurry up with answers and councils less.
- More often concede to another even if you are assured that are right.
- Actively study again arriving data, asking a question: «That we could look through?»
- Know that your openness and propensity find variants can to irritate more likely, than to receive approval.
- Help it to be convinced that any dialogue comprises more, rather than one instructions and answers.
- Remember that offers of associates can and not reflect their definitive position on this point in question even if they confirm, what is it so.

it:
it:
Subordinates-irratsionaly
- During conversation avoid to exhaust it in a corner: leave it chance for free actions.
- Know that your propensity to the organisation, the decision of problems and the control can offend more likely others, than bring simplification.
- Learn to carry out the independent analysis of offers and ideas of others before «to close a problem».
- Necessarily track that somebody from you has by all means made the decision, and follow this decision up to the end.
- Learn to solve one problem up to the end before to pass to another.
- Try to finish speaking the phrases up to the end always when it is possible.

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